INTERPOL Project Stadia Public Health PDF

PROJECT STADIA
Safe & Secure Major Events
INTERPOL GUIDANCE FOR MANAGING

MAJOR EVENT PUBLIC HEALTH RISK
First Edition
April 2022
Table of Contents
1 INTRODUCTION
8 2
CONTEXT OF
APPENDICES
THE EVENT
7 3
AFTER ACTION RISK
REVIEWS MANAGEMENT
6 4
LAW ENFORCEMENT INCIDENT
DEPLOYMENT COMMAND
MANAGEMENT
5
INTEGRATED
PLANNING
INTERPOL GUIDANCE FOR MANAGING MAJOR EVENT PUBLIC HEALTH RISK
00 Foreword 6
1.0 Introduction 8
1.1 Project Stadia 8
1.2 INTERPOL-Stadia Pandemic Project (ISPP) 8
1.3 About this Guide 8
1.4 Status of the Guide 9
1.5 Structure of the Guide 9
2.0 Context of the Event 11

2.1 Context of the Event 12
2.2 Event Organisers and Lead Agencies 12
2.3 Safety, Security and Service 13
2.4 Multi-Agency Approach 14
2.5 Event Schedule and Crowd Profile 15
2.6 Understand the Public Health Context 16
3.0 Risk Management 19

3.1 Multi-Agency Risk Assessment 20
3.2 Need for a COVID-19 Risk Assessment 20
3.3 COVID-19 or other Public Health Considerations 21
3.4 All Threats and Hazards Approach 21
3.5 Risk Management Methodology 23
3.6 ISO 31000 23
4.0 Incident Command 25

4.1 Incident Command Systems 26
4.2 Command, Control, Coordination, Communication and

Information 26
4.3 Strategic, Tactical and Operational 27
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Table of Contents
4.4 Event Management and COVID-19 27
4.5 Incident Command and Event Management 28
5.0 Integrated Planning 33

5.1 Incident Command Structure and Integrated Planning 34
5.2 Integrating LEA Planning into a Multi-Agency Approach 35
5.3 Incorporating Public Health and Medical Services Into Planning 36
5.4 COVID-19 or Other Public Health Concerns - Concepts of Operations 36
5.5 Layers of Event Safety, Security and Service 38
6.0 Law Enforcement Deployment Management 43

6.1 Introduction to Covid-19 or Other Public Health Emergency
Deployments 44
6.2 Incident Command Considerations in a Pandemic Environment 44
6.3 Deployment of an Event Biosafety Liaison Officer 44
6.4 Communications and Briefings 45
6.5 Additional Personal Protective Equipment (PPE) 46
6.6 Deployment in Vehicles 46
6.7 Engagement With Crowds and Protest Groups 47
6.8 Geographical or Zonal Deployments 47
6.9 Adopting a Bubble Approach 48
7.0 After Action Reviews 51

7.1 Law Enforcement Agency and Private Sector Networks 52
7.2 After Action Reviews 52
7.3 Access to, and Review of, COVID-19 or Public Health Event Guides 53
8.0 Appendix A 54
8.0 Appendix B 57
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Foreword
Foreword
The years 2020 and 2021 have brought unprecedented
challenges for law enforcement as we have had to
react to the uncertainties presented by COVID-19.
Addressing public health concerns has now been
added to our major event risk assessment process,
not replacing or lessening the work required to secure
a major event. As we are encouraged to undertake
more professional and personal international travel,
public health concerns may prove to re-appear and
affect the manner in which we secure major events in
the future.
We at INTERPOL’s Project Stadia focus our efforts on assisting law enforcement

when planning and executing safety and security arrangements for major events.
The past two years have shown us we may need to regularly expand our risk
assessment process to include public health concerns. We have developed this
guide after contacting over 50 contributing experts and organizations through
interviews, hosting webinars, surveys and questionnaires. Our experts have
experienced COVID-19 on the front lines while securing major events in their
countries. They have had to determine the best methods for incorporating local
and national health advice into their risk assessments for their events. They
have also discussed with us a need to continue the public health risk mitigation
process well after the COVID-19 period.
During this pandemic, law enforcement has been continually reviewing and
adjusting their sanitary practices and risk assessments for major events with
regard to officer safety, increasing spectator numbers and frustration, bubble
approaches for event health safety, and communications within the organization
and with the public. There have also been lessons learned for event security
when reviewing recent approaches to managing protests during the pandemic.
There have been many law enforcement officers within our 195 INTERPOL
member countries that have lost their lives due to this pandemic. Tragically, some
countries have lost hundreds of officers. We remember their sacrifices and hope
to learn lessons from how this pandemic affected our community. This guide has
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Foreword
been developed to support law enforcement agencies (LEAs) to better identify,

analyse, evaluate and manage the risks posed by pandemics or other public
health crises during future major events.
As Project Stadia continues with its objective to support Qatar’s safety and
security preparations for the 2022 FIFA World Cup™, we encourage all within
our major event security community to review this guide and incorporate threats
to public health in your risk assessment development. COVID-19 will not be our
last global public health concern. Comprehensive preparation is one of our best
tools to securing a major event. Best wishes for the security of your next events.
Falah Al-Dosari
Senior Manager
INTERPOL Project Stadia
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1. Introduction
1.1 Project Stadia
Project Stadia was established by INTERPOL in 2012 and funded by Qatar to
create a Centre of Excellence to support INTERPOL member countries in planning
and executing safety and security arrangements for major events. Project Stadia
has three main objectives:
• To support Qatar’s safety and security preparations for the 2022 FIFA
World Cup™
• To support all INTERPOL member countries involved in planning and
delivering major event safety and security arrangements
• To leave a legacy for the world’s law enforcement community from Qatar’s
hosting of the 2022 FIFA World Cup™
1.2 INTERPOL-Stadia Pandemic Project (ISPP)

ISPP was created for sport governing associations, leagues, major event organisers,
contributing experts and law enforcement to share their experiences concerning
their efforts during the current COVID-19 pandemic and from previous public
health experiences. The goal of this project is to create a space where major
event organizers and law enforcement officials share information that can assist
in current and future deliberations for their own major events. The INTERPOL
guidance, INTERPOL Guidance for Managing Major Event Public Health Risk,
is intended to support LEAs to identify, analyse, evaluate and manage the risks
posed by pandemics and other public health threats on future major events.
1.3 About this Guide

This Guide is intended to support LEA professionals and event organizers in
the planning, management and command of major events or operations within
a COVID-19 or other public health threat environment. The guide has been
supported by INTERPOL Stadia Pandemic Project (ISPP) data research, working
groups, a review of international reference and the professional advice from
a team of police, private sector, event managers, public health experts and
academics. A list of contributors appears in Appendix A. The ISPP research and
production of this guide reflects the spirit of international police cooperation
and declared intent to communicate, coordinate and collaborate with the private
sector, event managers, host countries and the diverse range of stakeholders for
each event in an integrated and interoperable manner.
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1. Introduction
1. Introduction
“In planning for the Euros our security organising group

had to carefully consider all plans to enable international
spectators to travel and attend the stadium. International
liaison and cooperation is important in managing visiting
fans. Effective messaging through all forms supports in
developing cooperation with COVID-19 measures.”
Filiberto Mastrapasqua
Superintendent - Italy
1.4 Status of the Guide

The Guide does not replace existing doctrine, constitutional or legal frameworks
that inform requirements, obligations or advice on achieving safety, security and
service at major events. It is intended to offer practical and evidenced-based
advice, drawn from the experience and learning from the current COVID-19
pandemic. The Guide should be considered and used to augment strategies,
policies, plans and procedures, developed to support LEAs in the policing of
major events or operations within a COVID-19 or other pandemic or public
health threat landscape.
1.5 Structure of the Guide

The Guide is set out to follow a systematic and logical process that considers the
lifecycle of an event or operation through clearly defined phases of:
• Considering the context of the event
• Integrating public health threats into an all threats and hazards approach
to risk management
• Developing an effective incident command structure that integrates, and
is interoperable with, other agencies and stakeholders
• Planning and identifying COVID-19/public health risk management
measures into policies, strategies, plans and contingencies
• Deploying effective COVID-19/public health measures into a broader
event concept of operations
• Reviewing implementation and adapting the COVID-19 strategy for future
major events
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“A thorough understanding of the event

context is essential in developing effective
strategies, tactics and plans to minimize
COVID-19 or other Pandemic risks to Safety,
Security, and Service”.
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OF THE EVENT
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2. Context of the
Event
KEY CONSIDERATIONS:
• Identify event organisers / lead agency •
• Establish a multi-agency approach •
• Identify an event schedule •
• Develop a crowd /spectator profile •
• Consider international, national or local impact •
• Identify all stakeholders •
• Understand prevailing public health factors •
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2. Context of the Event
2.1 Context of the Event

Understanding the context of the event or operation within a COVID-19
or other public health threat environment is the first step in the event
cycle. The context of the event is unique to each operation.
Assessing the scope, scale and complexity will support LEAs and commanders to
better assess the impact upon core policing services and the level of additional
capability and capacity required to plan, manage and command the event.
2.2 Event Organisers and Lead Agencies

International major sporting events will have an organising body such as FIFA or
the International Olympic Committee. Planning for such major sporting events
will take place over several years. The host country in bidding for such an event
has a legal obligation to deploy personnel and resources to ensure safety and
security1 at an event.
“The integration of health protocols alongside safety

and security is important as the additional focus on
COVID-19 health can impact upon other operational
requirements.”
Julian Pontes
Coronel, Coordenador Geral do Centro
Integrado de Comando e Controlo - Brazil
Figure 2.2
FIFA Stadium Safety and Security Regulations
The principles of major events can be applied to any

event of any size and nature. Identifying the event
organiser, organising committee or agency with
responsibility for the event is paramount. Building
upon this, LEAs should identify other host country-
host city local authorities, agencies, functions and
service providers who will be required to support the event. Developing the
1 https://digitalhub.fifa.com/m/682f5864d03a756b/original/xycg4m3h1r1zudk7rnkb-pdf.pdf
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capability and capacity to incorporate public health and medical advice into
all aspects of event management, within a multi-agency approach, is essential.
Additionally, roles and responsibilities for each agency should be established.
2.3 Safety, Security and Service

Host countries provide a commitment to deliver an integrated approach to safety,
security and service.2 Considering the three pillars is an essential element of event
management and incident command. These principles should be considered
as the foundations for any event. The definitions from the Council of Europe
Convention on an Integrated Safety, Security and Service Approach at Football
Matches and Other Sports Events (also known as the Saint-Denis Convention,
reference CETS No 218) are the only legally-binding international instrument in
this field. It calls for an integrated, multi-agency and balanced approach towards
safety, security and service, based upon an ethos of effective local, national and
international partnerships and co-operation. They are outlined below:
• Safety measures shall mean any measure designed and implemented
with the primary aim of protecting the health and well-being of individuals
and groups.
• Security measures shall mean any measure designed and implemented
with the primary aim of preventing, reducing the risk and/or responding
to any violence or other criminal activity.
• Service measures shall mean any measure designed and implemented
with the primary aim of making individuals and groups feel comfortable,
appreciated and welcome.
These constitute the three pillars covered by the Council of Europe Convention
(the Saint-Denis Convention) and further detailed by its Recommendation
Rec(2021)13 through a set of good practices based on the experience accumulated
over the last four decades.
2 https://www.coe.int/en/web/sport/safety-security-and-service-approach-convention
3 https://www.coe.int/en/web/sport/recommendation-2021-1
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2.4 MULTI-AGENCY APPROACH
“Our planning was coordinated through a multi-agency

approach. Local authority, health and additional medical
provisions were integrated into our command and
control structure and stadium control room.”
Antonio Lopez Garcia

Spanish National Police – Spain
The same Council of Europe Convention provides the following legal definitions
on this topic:
• Integrated approach shall mean recognition that, irrespective of their
primary purpose, safety, security and service measures at football matches
and other sports events invariably overlap, are interrelated in terms of
impact, need to be balanced and cannot be designed or implemented in
isolation.
• Multi-agency integrated approach shall mean recognition that the
roles and actions of each agency involved in football or other sports
planning and operational activities must be co-ordinated, complementary,
proportionate and designed and implemented as part of a comprehensive
safety, security and service strategy.
• A multi-agency approach to identifying the context for each event will
assist event organisers and planners in capturing relevant information.
The planning, management and command of events and operations
through the recent COVID-19 pandemic highlighted the benefits of
early engagement and consultation throughout the event cycle. A list of
stakeholders for an event is outlined below (not exhaustive)4:
4 UK SGSA Supplementary Guidance Event Safety Management 2021 2.13
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2.5 Event Schedule and Crowd Profile

Each event will have its own event schedule and crowd profile. These will support
in establishing the event context. Understanding the details of these items will
support in identifying potential biosafety or pandemic risks. A holistic approach
that considers the wider impact upon the host country - host city - host venue
should be adopted.
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EVENT PROFILE CROWD PROFILE
• Date and times • • International, national and local •
• Key location (s) • • Crowd demographics •
• Background demand (persons

• Type of event (s)• in the area but not attending the
event) •
• Indoor / outdoor • • VIPs / dignitaries •
• Linked events • • Linked events •
• Spectators / no spectators • • Event flow / spectator journey •
• Capacity and ticketing• • Local community •
2.6 Understand the Public Health Context

When planning for future major events it is important to consider the impact of low
probability - high consequence biosafety hazards on public safety. Coordination
with the World Health Organisation (WHO) 5 and national public health agencies
is a key requirement. The WHO has provided key planning recommendations for
mass gatherings in the context of the current COVID-19 outbreak6. This below
referenced footnote document provides valuable information and a useful source
of reference. In summary, LEAs and the multi-agency stakeholders should consider:
• Normative context and epidemiological situation in which the event takes
place
• Evaluation of risk factors associated with the event
• Capacity to apply prevention and control measures
5 https://www.who.int/emergencies/diseases/novel-coronavirus-2019
6 https://www.who.int/publications/i/item/10665-332235
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“COVID-19 risk assessments should consider

COVID-19 amongst other hazards. Events need to
be re-imagined regarding space, time, capacities
and densities. Risk management should prioritise
threats and hazards and seek to implement
proportionate mitigation. It is imperative that the
evaluation of risk should be the responsibility of
all agencies working together.”
Pascal Viot
1 Institut Suisse de Sécurité Urbaine

et Evénementielle (ISSUE)
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MANAGEMENT
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3. Risk Management
KEY CONSIDERATIONS:
• Multi-agency risk management •
• Specific COVID-19 / public health or pandemic risk assessment •
• WHO guidance on COVID-19 risk management •
• All threats and hazards approach to risk management •
• ISO 31000 •
• COVID-19 / biosafety committee •
• Dynamic risk assessment •
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3. Risk Management
3.1 Multi-Agency Risk Assessment

Adopting an integrated approach to risk management will ensure that all
stakeholders are consulted and play a role in identifying, analysing and
evaluating threats and hazards to an event in a systematic manner.
Effective risk management requires competent personnel and dedicated
resources. Risk management should be a key underpinning element to event
planning and management.
Figure 3.1 Compliments of Qatar Supreme Committee
3.2 Need for a COVID-19 Risk Assessment

When planning for an event or operation where COVID-19 or other public health
hazards are present, a two-phase process should be considered:
1. Identifying the specific COVID-19 or other public health risks to, or from,
the event to support in approval or licensing for the event to take place
2. Incorporating COVID-19 or other public health hazards into an integrated
risk management approach
World Health Organisation or host country national public health information
can be considered in analysing and evaluating COVID-19 or other pandemic
impact factors.
LEAs and event organisers can benefit from the WHO COVID-19 Risk Assessment
Tool7 to assess the level of COVID-19 risks associated with the event.
7 https://www.who.int/publications/i/item/10665-333185
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3. Risk Management
Figure 3.2 WHO COVID-19 Risk Assessment Tool Decision Matrix.
3.3 COVID-19 or other Public Health Considerations

The public health context for the event will inform the risk relating to COVID-19
or other public health factors; impact factors may include:
• Prevailing COVID-19 or public health data in the host country- host city
• Whether transmission levels are falling or rising internationally, nationally,
or locally
• Current COVID-19 or public health restrictions
• Status in countries of visiting teams, participants, and spectators
• The capability and capacity for the host country to deploy proportionate
measures
3.4 All Threats and Hazards Approach

Having considered the COVID-19 or other public health risks and determined
that the event can proceed, it is important to adopt an approach that considers all
threats and hazards relating to, or from, the event. This will ensure a coordinated
focus to minimise risks to safety, security and service to an acceptable level.
The following definitions have been adopted from the Project Stadia Risk
Management Challenges for International Sporting Events.8
8 Project Stadia -Risk Management Challenges for International Sporting Events https://connect.ncs4.usm.edu/training/international/interpol
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3. Risk Management
Threat - any human action, whether intentional or accidental, which is likely to

cause damage or danger. Intentional threats involve volition, which will cause the
threat to evolve and increase the likelihood of success.
Hazard – any force of nature or system failure which is likely to cause damage
or danger. Hazards, unlike threats, do not involve volition and can happen
without human interaction. Understanding the context of the event will support
in identifying, analysing and evaluating threats and hazards. A specific threat
assessment document should be considered for each event and operation.
Such an assessment can be developed by the relevant national or local police,
through the establishment of an event intelligence management function. Such a
document should be produced in a format that can be shared across all agencies.
A ‘dare to share’ approach is advocated. The threat assessment should be an
ongoing and dynamic process. By adopting a systematic and dynamic approach
proportionate and flexible mitigation measures can be considered, prioritised
and deployed. The range of threats and hazards is wide ranging and can include:
• Biosafety hazards (COVID-19 / pandemic)

• Terrorism (international / national)
• Serious and organised crime
• Disorder / antisocial behaviour
• Direct action / disruptive protest
• Crowd management challenges
• Crowd control challenges
• Transport disruption
• Fire
• Structure collapse
• Loss of services
• Cyber
• Extreme weather / environmental
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3. Risk Management
3.5 Risk Management Methodology
This guide does not seek to replicate risk management practices relating to the
legal framework of the host country. However, LEAs and planners have a legal
obligation to assess risk and to prepare preventative measures to minimise
risks. Adopting an effective risk management framework to plan, manage and
command the event will support in this obligation.
3.6 ISO 31000

The ISO 31000 Risk Management Process is a systematic process that police
commanders and event management leaders may use to contextualize, identify,
analyse, evaluate, and treat risks. This requires stakeholders to work together to
identify, prioritize, and mitigate the potential risk effects.
Figure 3.6 The ISO 31000- Risk Management Model
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An effective Incident Command System (ICS)

that integrates, and is interoperable with,
event management structures is an essential
element in the planning, management and
command of an event.
1
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4. Incident Command
KEY CONSIDERATIONS:
• Establish an Incident Command System (ICS) •
• Command, Control, Coordination, Communication & Information

(C4i) •
• Strategic, tactical and operational •
• Multi-agency interoperability •
• Incorporating public health advice and management •
• Deploying a COVID-19 command staff / COVID-19 Liaison Officer

function •
• Capability and capacity •
• Roles and responsibilities •
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4. Incident Command
4.1 Incident Command Systems

The management, command and deployment of LEA and emergency
responders requires the establishment of an effective Incident Command
System (ICS).
Experience shows that when managing the risks to events presented by COVID-19,
an integrated and interoperable approach is required. The establishment and
deployment of an effective ICS throughout the lifecycle of an event is essential.
“We considered the COVID-19 risks to our Incident

Command System with significant mitigation measures
being deployed to ensure the capability and resilience
of our command staff. This included reducing the
number of staff in command posts, deploying a specific
COVID-19 safety officer and increasing space within
command facilities.”
Eric Lee
Los Angeles Police Department (USA) Major Incident Response Team
4.2 Command, Control, Coordination, Communication and

Information
The objective of an effective ICS is to enable the Command, Control, Coordination,
Communication, and Information (C4i) provision across the event or operation.
This guide does not seek to prescribe an ICS structure for the management of
COVID-19 or other public health risks. Host countries should adopt and adapt
their existing ICS systems, ensuring that it integrates and is interoperable with
other agencies, including those who manage public health contingencies.
For major international events, national coordination and international police
cooperation will be required. Further information and examples of international
ICS systems can be found at:
• https://www.app.college.police.uk/app-content/operations/command-and-control/
• https://www.fema.gov/sites/default/files/2020-07/fema_nims_doctrine-2017.pdf
• https://www.anzpaa.org.au/publications/general#iccs_plus
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4. Incident Command
Figure 4.2 UK College of Policing, Approved Professional Practice – Command
4.3 Strategic, Tactical and Operational

The United Kingdom’s ICS operates at the strategic, tactical and operational levels.
These are sometimes referred to as Gold, Silver and Bronze. Other countries adopt
similar ICS structures categorized at strategic, operational and tactical levels. In
managing COVID-19 or other public health risks, consideration should be given to
identifying a specific commander / specialist advisor responsible for coordinating
public health or medical guidance to support in managing and minimizing biosafety
hazards. Such advice should be available to support in strategic development
and policy, development of plans and contingencies, and to support operational
deployments. The specialist nature and knowledge required of this role may be
best provided by a competent safety advisor or healthcare professional or creation
of a COVID-19, Biosafety Liaison Officer role.
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4. Incident Command
4.4 Event Management and COVID-19
“Going forward it is essential that we develop human

capital to enable law enforcement and the private sector
to deliver safe and secure events. Staff will need to keep
service and fan experience at the forefront of planning.”
Christopher J. Kinnan
Associate Director and Co-Founder,
Innovation Institute for Fan Experience (IIFX)
Event management within stadiums and venues is normally discharged by private

sector managers who are occupationally competent. Recent guidance in the
UK Sports Grounds Safety Authority (SGSA)9 introduces the role of a COVID-19
Liaison Officer. This role is part of the event management structure and will be
responsible for the management of biosafety polices & procedures.
4.5 Incident Command and Event Management

The integration of ICS structures and event management is a key feature in
minimizing risks to COVID-19 or other public health risks and in ensuring safety,
security and service at events. In general terms the responsibilities within the
stadium or venue lie with private sector event managers, operating at a strategic,
tactical, and operational level. A broad outline of the levels of LEA / private
sector management and supervision is outlined below:
9 United Kingdom SGSA – Supplementary Guidance 02 – Planning for Social Distancing at Sports Grounds, August 2020
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4. Incident Command
Level Of Responsibility Police (Ics) Event Management
Strategic Gold Chief Executive
Tactical Silver Safety Officer
Team Leader /
Operational Bronze Supervisor
Figure 4.5a United Kingdom ICS & Event Management Illustration
Key components of managing COVID-19 / safety, security and service within a

stadium or venue include:
• Stadium Safety, Security and Service Policy
• Competent Event Management Structure
• Stadium or Venue Operational Handbook
• Specific Event Management Plan
Police commanders should consult with stadium or venue event managers at the
start of the planning phase for an event. It is important that a positive attitude
and commitment to developing and defining effective structures are established
and maintained. A multi-agency approach that is founded in cooperation,
consultation, and collaboration, through planning, management, and command,
involving all stakeholders should always be a key objective. COVID-19 /public
health guidance and measures should be considered through all policies and
plans. COVID-19 /public health measures should not be developed or considered
in isolation. It is essential that LEA strategies and plans are developed alongside
stadium event management plans through an integrated planning process.
The LEA ICS should integrate with the event safety management structure. The
SGSA has recently provided a sample chain of command and communications
structure for a medium to large venue, illustrated below10:
10 United Kingdom SGSA – Supplementary Guidance 03 – Event Safety Management, September 2021
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4. Incident Command
Figure 4.5b SGSA Event Safety Management Structure
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4. Incident Command
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“Integrated planning between all agencies

is necessary to integrate COVID-19 or
other public health measures into policies,
strategies, plans and contingencies for an
event. Plans should be quality assured and
tested before activation”.
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INTEGRATED PLANNING
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5. Integrated Planning
KEY CONSIDERATIONS:
• Establish a competent LEA planning team and link to ICS •
• Integrate with multi-agency planning •
• Incorporate public health / medical services •
• Embed COVID-19 / public health mitigation measures into

policies, strategies, plans and contingencies •
• Develop plans for no spectators, reduced and full capacity events •
• Consider wider host country - host city impact factors •
• Enhanced consultation and communication •
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5.1 Incident Command Structure and Integrated Planning

Developing the capability and capacity to enable effective integrated
planning as part of the event ICS should be a key priority.
Planning for events and operations should follow existing and recognized LEA
structures and processes. It is important that the impact of COVID-19 or other
public health factors are integrated into a holistic approach to planning, testing
and assurance to ensure that policies, strategies, plans, and contingencies
mitigate, manage, and minimize the impact of biosafety hazards to an acceptable
level.
Establishing the capability and capacity to enable coordinated planning should
be an early priority in supporting effective event management. The LEA planning
team will support the LEA ICS at strategic, tactical and operational levels.
Experience shows that a senior officer should be appointed to lead the planning
team. It should be recognised that for major events, planning may commence
months or sometimes years before the event takes place. For smaller events or
operations, planning capability should be flexible and scalable, informed by the
context of the event and risk management process.
Figure 5.1 USA-NIMS- ICS Organisation
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5.2 Integrating LEA Planning into a Multi-Agency Approach

With all aspects of event management, it is recommended that integration with
all stakeholders involve a multi-agency approach. The broad intention should
be to:11
• Coordinate safety, security and service COVID-19 / public health measures

• Coordinate COVID-19 / public health planning and assurance
• Coordinate the approach to events and operations throughout the event
flow and spectator journey
These principles reflect the Council of Europe’s integrated approach to safety,
security and service at football and other sporting events as advocated by the
Saint-Denis Convention.
Figure 5.2 Aim of an Integrated Approach - Council of Europe Convention
11 https://www.coe.int/en/web/sport/-/-learning-has-no-walls-pros4-online-course-welcomes-its-new-users-
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5.3 Incorporating Public Health and Medical Services Into

Planning
Research and experience from the recent COVID-19 pandemic evidences the
positive benefits from early engagement with international and national public
health and medical service professionals. Integrating such support into the
planning process ensures that consistent biosafety advice can be incorporated
into all aspects of the event.
5.4 COVID-19 or Other Public Health Concerns - Concepts of

Operations
Planning for events and operations in a COVID-19 or public health environment
should build upon existing structures and plans. It is important that biosafety
considerations are integrated into a Concept of Operations (CONOPS), the
overall planning approach, that delivers measures to:
• Comply with host country - host city biosafety regulations or legislation
• Reduce the risk of COVID-19 or other communicable disease transmission
• Maintain social distancing
• Enable effective crowd management plans through the event flow12
• Ensure compliance with COVID-19 / public health threat basic preventive
measures by all event participants, spectators and staff
• Ensure training of all relevant staff in biosafety measures
12 Recommendation Rec(2021)1, of the Committee of the Saint Denis Convention (Council of Europe).
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Figure 5.4 Event Flow Model - Council of Europe Convention
Considering and adopting an event flow approach within a COVID-19 / public

health emergency concept of operations enables planners to consider event
and crowd management through the journey of spectators and participants in a
logical and sequential process. Furthermore, it aids in wider crowd management
to develop layers of safety, security and service delivery. In summary the event
flow model considers the spectator’s:
• Decision to attend an event
• International and domestic travel to the host country - host city
• Transportation and accommodation within the host city
• Attendance at other sporting events, cultural events, or festivities
• Attendance at the event
• Leaving the event and departing the host city - host country
Considering an event flow enables planners to understand that attendance at
the event, attending event festivities and experiencing local culture are key
motivations for those visiting a host country or host city.
- 37 -
5.5 Layers of Event Safety, Security and Service
“There is a need to integrate the impact of new

measures on layers of safety and security, reconsidering
the full event cycle and spectator journey. New
procedures require consideration of the type, genre,
location and crowd profile. The Last Mile / Zone-Ex will
present wider challenges and will need a multi-agency
planning approach to alleviate community concerns.”
Chris Conneally
Trivandi Consultant
Experience shows that integrated safety, security and service13 is effectively

delivered through a layered Concept of Operations that is informed by the event
profile and threat assessment. The layered approach should ensure that policies,
strategies, plans, and contingencies consider:
• Host country
• Host city
• Last Mile operations or Zone- Ex
• Host venue / stadia
In managing COVID-19 or other public health emergency, specific tournament
or event guidance or procedures may be required to account for all persons
attending the event, affected by the event and importantly, in the community.
13 https://www.coe.int/en/web/sport/safety-security-and-service-approach-convention
- 38 -
Figure 5.5a Layered Concept of Operations - FIFA Stadium Safety and Security Regulations
Host Country - The host country layer of operations should include COVID-19 or
other public health factors at an international and national level. Safety, security
and service elements are likely to include the arrival, circulation and departure
through transport nodes and movement through the national travel infrastructure.
Border controls or health passports may be considered to manage the risks of
international transmission.
Host City - The host city layer of operations will include all the sporting events,
cultural events and festivities associated with a major event. As such, several key
locations will need to be considered to manage the event flow and spectator
journey. The host city will include the FIFA Public Zone, accommodations, fan
zones, crowded spaces and transport nodes.
Last Mile Operations - Zone-Ex. This layer includes the transport nodes linked to the
event and vehicular and pedestrian routes to the stadium. The Last Mile Operations
or Zone-Ex link with the outer perimeter, pedestrian search areas or event entrances
and exits. This layer requires careful coordination with a wide range of stakeholders.
Specific details on Last Mile planning can be found in the SGSA SG0314.
14 UK Sports Ground Safety Authority- Supplementary Guidance 03.12
- 39 -
“During COVID-19 operations, the lack, or reduction,

of fans at the stadiums required police and security to
deploy wider security perimeters around the stadiums.
This was an important tactic in maintaining public health
and maintaining social distancing.”
Mario Pereira
Superintendente - Portugal
Planning should cater to:

• Events with no spectators
• Reduced capacity
• Full capacity
• Background demand and public gathering (to include non-ticketed
spectators)
• Business, residents and community impact
As shown in the above Figure 5.5a, this Last Mile Operations layer may include
the FIFA Exclusive Zone, event activations and potential fan zones.
Venue or Stadium - This layer contains the middle and inner security layers.
Access into this area is normally via accreditation or ticket. The venue will include
outer circulation routes, access, egress, spectator accommodation and event
performance /playing areas.
“Emerging technology, additional screening and new

COVID-19 procedures have changed the dynamics
of event flow and the spectator journey. Contactless
systems, amended screening, changes to event delivery
and interaction with spectators all present new risk
management considerations. An equal focus on people,
processes and technology is important.”
Daniel Ward
National Center for Spectator Sports Safety and Security (NCS4)
- 40 -
Experience of operational delivery under COVID-19 conditions highlights the

need to develop crowd management plans throughout the layers of operation
and event cycle. Additional processes, policies or technologies to manage,
mitigate or minimise COVID-19 or public health risks need to be integrated into
wider plans and contingencies.
Implementation of COVID-19 conditions of entry, such as additional screening
or testing, may impact upon crowd management, spectator dwell time and
spectator experience. Understanding event transport data, crowd analysis and
developing crowd modelling will support in understanding the impact and the
deployment of such measures.
For events that take place over several weeks, planners should develop
contingencies to cater for changes in COVID-19 / public health status or
requirements during the operation.
Figure 5.5b Al Thumama Stadium Qatar, compliments of Qatar Supreme Committee
- 41 -
“The management, command and

deployment of LEA personnel during a
COVID-19 or other public health emergency
event through adapted systems of work and
operating procedures is a key consideration”.
1
8 2
7 PROJECT STADIA
3
6 4
LAW ENFORCEMENT
DEPLOYMENT
MANAGEMENT 5
- 42- 42
- -
6. Law Enforcement
Deployment
Management
KEY CONSIDERATIONS:
• Review ICS facilities •
• Testing of officers •
• Safety / Liaison Officer role •
• Vaccinations •
• Additional PPE •
• Additional sanitisation / hygiene measures •
• Reduced vehicle occupancy •
• Ability to maintain physical distancing •
• Dedicated geographical responses •
• Reduced transfer of personnel across operation •
• Bubble approach •
- 43 -
6. Law Enforcement Deployment Management
6.1 Introduction to COVID-19 or Other Public Health

Emergency Deployments
Due to the unknown nature and impact of future pandemics, it is not
possible to identify or prescribe a complete range of deployment options.
A flexible and pragmatic approach should be taken, informed by prevailing
biosafety hazards and event impact factors.
The deployment options in this chapter reflect research into the recent COVID-19
pandemic and interviews with a range of international police commanders and
private sector professionals.
6.2 Incident Command Considerations in a Pandemic

Environment
COVID-19 or other public health mitigation options should be considered at all
levels of the operation. The delivery of incident command at strategic or tactical
levels often require the deployment of LEA staff within National Control Centers
(NCC), other Command and Control facilities, Venue Operations Centers and
International Police Cooperation Centers (IPCC).
Experience shows that the risk of transmission of COVID-19 and other
communicable diseases or public health concern is higher indoors, particularly
where numerous personnel are deployed over protracted periods. Options to
manage risks include:
• Enhanced security and access control measures
• Increasing space and improving indoor ventilation
• Health testing of commanders and staff
• Reviewing essential personnel within Command Centers
• Reducing the number and rotations of commanders and staff during events
• Removing deputy command roles
• Regular sanitization
• Increased use of video conferencing to replace in person meetings
6.3 Deployment of an Event Biosafety Liaison Officer

For larger events or operations, consideration of an identified officer or staff
member responsible for the management and implementation of biosafety
- 44 -
measures will assist in minimising risks to police officers. This role can form part
of a dedicated public health committee and provide access to international and
national guidance. In performing this role, key responsibilities may include:
• Attending public health committee meetings
• Developing biosafety policies, procedures, and risk assessments
• Providing advice to all levels of the operation
• Attending and supporting briefings
• Quality assurance for biosafety measures during the event
The INTERPOL COVID-19 Pandemic ‘Protecting Police and Communities
Guidelines’, published in 2020 provides practical advice to managing pandemic
risk to law enforcement agencies.
6.4 Communications and Briefings
“As a Gold commander, I considered it important to

take extra time to explain my decisions regarding a
strategic approach to COVID-19. I attended briefings
and explained the policing response to officers, ensuring
that I answered questions and addressed their concerns.
The welfare of our police staff is very important for their
safety and security, and crucial for the success of the
police operation.”
Mattias Sigfridsson
Match Commander- Sweden
Deployment within a COVID-19 or other public health environment will cause

welfare concerns to officers, staff, and their families. It is imperative that the
health, safety and welfare of all staff is considered. Experience shows that regular
briefings and communications support staff confidence. A range of messaging
methods and briefings should be considered to cover all aspects of general and
event policing operations. Creativity and diversity in messaging formats should
be considered to underpin communications. Event public health communications
should be planned, consistent and clearly communicated. Mobile technology or
other applications may be available to ensure rapid delivery of messages.
- 45 -
6.5 Additional Personal Protective Equipment (PPE)

Deployments in a COVID-19 or other public health environment require the
procurement, supply, and issuance of PPE to minimize biosafety risks to officers.
The type of PPE should be informed by public health advice and the event risk
assessment.
Interoperability between PPE and regular issued uniform

and equipment should be considered, particularly when
officers are operating in high-risk situations, disorder or
where crowd control equipment is being worn.
The LEA planning and logistics team should ensure that PPE is supplied to
officers and staff prior to deployment. Sufficient supplies should be available to
cater to replacement and replenishment within manufacturers’ guidelines.
6.6 Deployment in Vehicles

Police officers deploy in a wide range of vehicles. At major events and operations,
specific tactics require groups of officers to be deployed together, such as in
Crowd Control Units or Tactical Teams. Data has shown that the risk of COVID-19
transmission in confined spaces such as vehicles is higher. As such, planners
should consider the numbers of officers deployed within vehicles, recognising
that additional vehicle fleet may be required. Allocated vehicles should be
cleaned and disinfected prior to deployment, during deployment and at the end
of duty. A process should be introduced to manage this. Control measures to
minimise risks whilst operating from vehicles include15:
• Signage within vehicles to outline physical distancing
• Using physical screening
• Side by side and not face to face seating
• Using fixed teams of officers within the vehicle through a deployment
• Maintaining ventilation
• Regular vehicle cleaning and disinfection
15 UK HM-Gov- COVID-19 Working safely from or within a vehicle
- 46 -
6.7 Engagement With Crowds and Protest Groups
“COVID-19 restrictions presented new types of protest

and civil unrest. It was essential that strategies and
tactics for policing protests focused on deliberate
engagement and liaison with both protest groups and
the community.”
Olivier Dutilh
Gold Commander,
Commander Amsterdam East -Netherlands
Policing during the COVID-19 crisis presented significant challenges in

communicating with crowds and potential protest groups. Experience throughout
the recent COVID-19 period has highlighted the positive benefits in maximizing
contact through communications. This can be achieved through the deployment
of Police Liaison Teams, dedicated Community Police Officers or at major
sporting events and specialist resources such as Football Spotters.
A proactive engagement approach supports police messaging, gathering
information, and developing positive relationships. When liaising with protest
organizers or groups, such dialogue can support in managing peaceful protest,
reducing tension and reducing the numbers of officers required.
Managing anti-vaccination or anti-restriction protest groups in a public health
crisis presents additional challenges, particularly as such groups are less likely
to follow restrictions or regulations regarding physical distancing, numbers or
wearing of masks. Early engagement and deployment of Police Liaison Teams
can assist in maintaining stand-off space from additional police teams and also
maintaining physical distancing and reducing biosafety risks to officers.
6.8 Geographical or Zonal Deployments

Developing an effective plan that identifies geographical and functional areas of
responsibilities is a key strategic objective in managing safe and secure events.
The deployment of officers and teams of officers in a COVID-19 or public health
environment should be reviewed along with other measures described in this
guide to assist in managing biosafety risks to an acceptable level. Changes to
- 47 -
existing strategies and tactics may be required to reduce the risk of communicable
disease transmission between officers and the public. Such changes may include
the deployment of specific officers to identified geographical areas or zones of
operation, as illustrated in the below Figure 6.8, and reducing the transfer or
redeployment of officers to different sectors during the event.
Figure 6.8 - Zonal Planning – UK Guide to Safety at Sports Grounds 6.3
In planning for a geographical or area approach, consideration can be given to

specific marshaling or staging areas for LEA Officers and staff across the area of
operations.
6.9 Adopting a Bubble Approach

Planning for major international sporting events may require specific tournament
requirements to adopt biosafety measures to protect staff and participants within
the tournament environment, during travel, at accommodation, or within stadia.
The article, referenced in Appendix 2, from the Qatar Supreme Committee for
Delivery & Legacy describes how a bubble approach was implemented during
- 48 -
the FIFA Club World Cup 2020. This approach was adopted during the UEFA
EURO 2020TM (2021).
It may be necessary to allocate specific LEA officers to deploy within a bubble
approach. It is recommended that such officers should be tested prior to and
regularly during the operation.
Figure 6.9 FIFA Club World cup

2020 adopts ‘Bubble’ approach
- 49 -
“A thorough understanding of the event

context is essential in developing effective
strategies, tactics and plans to minimize
COVID-19 or other pandemic risks to safety,
security, and service”.
1
8 2
7 PROJECT STADIA
3
AFTER ACTION
REVIEWS
6 4
5
- 50 -
7. After Action
Reviews
KEY CONSIDERATIONS:
• Develop LEA / private sector networks •
• Ensure that After Action Reviews are conducted •
• Apply lessons learned into the planning, management and

command of future events •
• Identify and capture effective practices •
• Seek innovative methods •
- 51 -
7. After Action Reviews
7.1 Law Enforcement Agency and Private Sector Networks.

This guide promotes information sharing and networking between the
law enforcement community, the private sector and other government
entities. It is recognised that no single agency has the capability or capacity
to plan, manage and command a complex major event. LEA commanders
should seek to develop their networks and contribute to joint working
with other stakeholders.
7.2 After Action Reviews

LEA commanders should ensure that effective After Action Reviews (AAR) or
event debriefs take place. This is an essential element of the event cycle. The
process for conducting such reviews, resources to support the reviews and terms
of reference should be set as part of the planning process. It is imperative that
an open approach to learning and capturing effective practice is adopted. Such
reports should be made available to Interpol Project Stadia where they can be
circulated on the Stadia Knowledge Management System16.
STADIA KNOWLEDGE MANAGEMENT SYSTEM

SKMS
Figure 7.2 The SKMS contains debriefing and after action reports
16 https://www.interpol.int/en/How-we-work/Project-Stadia/Knowledge-Management-System
- 52 -
7. After Action Reviews
7.3 Access to, and Review of, COVID-19 or Public Health Event
Guides
There is an emerging evidence-base of international COVID-19 or public
health reference materials and many of these are referenced within this guide.
LEA commanders should display a professional attitude towards continued
professional development. In supporting networks, promoting AARs and seeking
to learn from international innovative practice, commanders can make a positive
contribution towards safety, security and service at events.
Figure 7.3 There is a wealth of international private sector and government guidance
into COVID19 management of events
- 53 -
8. Appendix A
8.1 CONTRIBUTORS TO THE INTERPOL - STADIA PANDEMIC
PROJECT
The following personnel have supported towards the capture of international
research, data review and development of this guide.
ISPP Project Management (ISPP)

Mr. John Hageman- Project Stadia Specialized Officer
Mr. Pete Dalton- PAD Command Consultancy- ISPP Consultant & Guide Author
Contributors
Project Stadia is grateful for the support of law enforcement officers and
agencies, academics, health officials and private sector major event specialists
who have supported this project through submitting questionnaires, attending
ISPP working groups and webinars, providing valuable experience through
interviews, and providing advice to the team:
Acto, Ricardo Rock in Rio

Al-Eida, Mohammed Major, Qatar Supreme Committee for Delivery
and Legacy – Supreme Committee World Cup
2022
Barbeschi, Dr. Maurizo World Health Organization (WHO)
Bertsch, John IRONMAN, USA
Biondo, Domenico Chief Commissioner, Italy, Centro Nazionale
de Information sulle Manifestazion Sportive
(CNIMS) NFIP, Italy
Both, Ricardo 1st Tenente, Policia Militar de Minas Gerais,
Brazil
Cardoso da Silva, Luis Subintendente, Policia de Seguranca Publica,
Portugal
Conneally, Chris Consultant, Trivandi
Council of Europe’s Sport
Division
- 54 -
8. Appendix A
Dutilh, Chief Olivier Gold Commander, Commander Amsterdam

East Police, Netherlands
Elias, Luis Superintendente, Policia de Seguranca Publica

Portugal
Emeruwa, Dr. Christian Head of Stadium Safety & Security,
Confederation of African Football (CAF)
Flavin, Daniel (ret) An Garda Síochána, Ireland
Fulbright, Donald Lieutenant, Arlington, Texas Police, USA
Heuston, Chad Intelligence Manager, Football Policing Unit,
UK
Johnson, Brian Head of Stadium Safety & Security, Asian
Football Confederation (AFC)
Kinnan, Christopher J Associate Director and Co-Founder, Innovation
Institute for Fan Experience (IIFX), USA
Lee, Eric Sergeant, Los Angeles Police (LAPD), USA
Lipp, Christoph Commissioner, Police of Lower Saxony,
Germany
Lopez Garcia, Antonio Match Commander, Spanish National Police,
Spain
Loubeyre, Lucie Captaine, Police Nationale, France
Marciani, Lou Director and Co-Founder, Innovation Institute
for Fan Experience (IIFX), USA
Mastrapasqua, Filiberto Superintendent, Chief of the Prati District, Italy
Moreno, Alejandro Security Coordinator, CONMEBOL
NCB Brazilia, Brazil
NCB Buenos Aires, Argentina
NCB Rome, Italy - CNIMS
NCB Yaoundé, Cameroon
Park, Seongkyun (Jeff) Korea Professional Football League (K League)
Paterson, Richard Superintendent, Victoria Police, Australia
Perron, Pierre Huawei
- 55 -
8. Appendix A
Pereira, Mario Superintendente, Policia de Seguranca Publica

Portugal
Pires, Helena Primeira Liga, Portugal
Pontes, Julian Coronel Coordenador-Geral do Centro

Integrado de Comando e Controlo, Brazil
Rahmani, Shahin Safety & Security Manager, Asian Football
Confederation (AFC)
Rio Grande Police, Brazil
Roberts, Michael Director of Security, Safety and Precinct
Operations, Melbourne Cricket Club,
Australia
Sanchez, Daniel National Football Information Point, Spain
Sao Paulo, Brazil Military
Police
Scherer, Joel Liaison Officer Gendarmerie Nationale Tour

de France
Sigfridsson, Mattias Commissioner, District of Malmo Police,
Sweden
Stonebreaker, Jeffrey Vice President, Safety and Security, Major
League Soccer (MLS), USA
Sturman, David Chief Superintendent, West Midlands Police,
UK
Thomas, David Vice President, Security and Ballpark
Operations, Major League Baseball (MLB),
USA
Tomaro, Orlando Commander, Planification of Metropolitan
Services, Argentina
Viot, Pascal Institut Suisse de Sécurité Urbaine et
Evénementielle (ISSUE), Switzerland
Ward, Daniel National Center for Spectator Sports, Safety
& Security (NCS4), USA
West, Shaun Associate Vice President and Head of
Team & Arena Security, National Basketball
Association (NBA), USA
Zschiesche, Chief Supt Susann Chief Superintendent, NFIP, Germany
- 56 -
8. Appendix B
8. Appendix B
8.2 INTERPOL-STADIA PANDEMIC PROJECT REFERENCE
SOURCES
A broad range of international reference materials have been used to inform the
ISPP project. ISPP is grateful for the willing cooperation from several international
agencies and bodies in sharing reports and guides. It is recognized that emerging
guidance and reference materials are regularly updated, as such this list is not
exhaustive:
• Australia New Zealand Police Advisory Agency- A Common Approach

to Incident Management.
https://www.anzpaa.org.au/publications/general#iccs_plus
• College of Policing- Authorised Professional Practice- Operations

https://www.app.college.police.uk/app-content/operations/command-
and-control/
• CDC- Events and Gatherings: Readiness and Planning Tool.

https://www.cdc.gov/coronavirus/2019-ncov/community/large-events/
considerations-for-events-gatherings.html
• COVID-19 Considerations for Sports and Entertainment Venues

and Events. University of Southern Mississippi- National Center for
Spectator Sports Safety & Security (NCS4)-2020.
https://www.usm.edu/news/2020/release/covid-19-sport-entertainment-
industry-considerations.php
• COVID-19 ‘What is the effect on event safety?’ SAFE Project -April

2021- Pascal Viot.
https://www.thesafeproject.eu/wp-content/uploads/2021/05/SAFE_
Report_COVID_English.pdf
• Counter Terrorism Preparedness Network- Bioterrorism: Applying the

Lens of COVID-19-2021.
https://www.resiliencefirst.org/sites/default/files/2021-03/CTPN%20
Bioterrorism%20Report%20%28Double%20Spreads%29.pdf
- 57 -
8. Appendix B
• Enhanced Health and Safety Measures for the Tour de France-

https://www.letour.fr/en/news/2020/enhanced-health-and-safety-
measures/1283594
• Event Delivery During the COVID-19 PANDEMIC- Jul 2021- Trivandi

UK.
https://trivandi.wetransfer.com/downloads/
bb42b5f09f20252b8bebc8d236a3a37f20211116122102/ef1d00
• FEMA- Incident Command Systems

https://www.fema.gov/sites/default/files/2020-07/fema_nims_
doctrine-2017.pdf
• FIFA© -Return to Football- International Match Protocol- Sept 2020.
• FIFA©- Stadium Safety & Security Regulations.

https://digitalhub.fifa.com/m/682f5864d03a756b/original/
xycg4m3h1r1zudk7rnkb-pdf.pdf
• INTERPOL-COVID-19 PANDEMIC ‘Protecting Police and Communi-

ties’- Guidelines for Law Enforcement- Nov 2020.
https://www.google.comurl?sa=t&rct=j&q=&esrc=s&source=we-
b&cd=&ved=2ahUKEwjb04HY3Zz0AhWK5KQKHXvYAgIQF-
noECAYQAQ&url=https%3A%2F%2Fwww.interpol.int%2F-
content%2Fdownload%2F15793%2Ffile%2FCOVID-19%2520Gui-
delines%2520for%2520Law%2520Enforcement%2520-%2520se-
cond%2520edition%2520-%2520November%25202020.pdf&us-
g=AOvVaw3NFQlEMOQYdUHG88Am2bPh
• INTERPOL- Project Stadia.

https://www.interpol.int/en/How-we-work/Project-Stadia
• Interpol Project Stadia Knowledge Management System

https://www.interpol.int/en/How-we-work/Project-Stadia/Knowledge-
Management-System
• Policing in Pandemics: A Systematic Review and Best Practices for

Police Response to COVID-19. International Journal of Disaster Risk
Reduction. 51. 101812. 10.1016/j.ijdrr.2020.101812.
https://www.researchgate.net/publication/343767920_Policing_in_
Pandemics_A_Systematic_Review_and_Best_Practices_for_Police_
Response_to_COVID-19
- 58 -
8. Appendix B
• ‘Principles to Guide the Return to Work, Spectate and Play’-

Innovation Institute for Fan Experience (IIFX) May 2021.
https://iifx.org/ebook/
• Public health impact of mass sporting and cultural events in a rising

COVID-19 prevalence in England’- July 2021.
https://khub.net/documents/135939561/338928724/Public+health
+impact+of+mass+sporting+and+cultural+events+in+a+rising+C
OVID-19+prevalence+in+England.pdf/05204895-1576-1ee7-b41e-
880d5d6b4f17
• Qatar sets a new benchmark for the safe return of football amidst
a global pandemic’ Supreme Committee for Delivery & Legacy- Dec
2020.
https://www.qatar2022.qa/en/home
• The Council of Europe Convention on an Integrated Safety, Security

& Service Approach at Football Matches and other Sporting Events
– 2016 (also known as “the Saint-Denis Convention”, reference CETS
No 218).
https://www.coe.int/en/web/sport/safety-security-and-service-approach-
convention
• The Council of Europe Recommendation Rec(2021)1 on Safety,

Security and Service at football matches and other sports events, of
the Committee of the Saint-Denis Convention (CETS No 218).
https://www.coe.int/en/web/sport/recommendation-2021-1
• The Council of Europe MOOC on the Saint-Denis Convention (CETS

No. 218)
https://pjp-eu.coe.int/en/web/security-safety-sport/home
• The Council of Europe, Promoting and Strengthening the Council of

Europe Standards on Safety, Security and Service at Football Matches
and Other Sports Events (ProS4+)
https://pjp-eu.coe.int/en/web/security-safety-sport/-/-learning-has-no-
walls-pros4-online-course-welcomes-its-new-users-covid-confinement
• The Council of Europe MOOC on Human Rights and Sport

https://www.coe.int/en/web/sport/sport-human-rights
- 59 -
8. Appendix B
• The Event Safety Alliance Reopening Guide – May 2020.

https://www.eventsafetyalliance.org/esa-reopening-guide
• United Kingdom College of Policing, Public Order Command

https://www.app.college.police.uk/app-content/public-order/command/
• United Kingdom Department of Transport, Coronavirus COVID-19:

Safer Transport Guidance for Operators and People who Work In or
From Vehicles
https://www.gov.uk/government/publications/coronavirus-covid-19-
safer-transport-guidance-for-operators/coronavirus-covid-19-safer-
transport-guidance-for-operators
• United Kingdom- Government- Events Research Programme: Phase 1

Findings- Jul 2021.
https://www.gov.uk/government/publications/events-research-
programme-phase-i-findings/events-research-programme-phase-i-
findings
• United Kingdom Sports Grounds Safety Authority- Guide to Safety at

Sports Grounds Version 6 -2018.
• United Kingdom Sports Grounds Safety Authority- Supplementary

Guidance 02-Planning for Social Distancing at Sports Grounds- Aug
2020.
https://sgsa.org.uk/sg02-planning-for-social-distancing-at-sports-
grounds/
• United Kingdom Sports Grounds Safety Authority- Supplementary

Guidance 03- Event Safety Management -Sept 2021
www.sgsa.org.uk/safetymanagement
• University of Southern Mississippi, National Center for Spectator

Sports Safety and Security (NCS4), cooperation with INTERPOL
https://connect.ncs4.usm.edu/training/international/interpol
• World Health Organization, Coronavirus Disease (COVID-19)

Pandemic
https://www.who.int/emergencies/diseases/novel-coronavirus-2019
- 60 -
• World Health Organization, Mass Gathering COVID-19 Risk

Assessment Tool – Generic Events
https://www.who.int/publications/i/item/10665-333185
• World Health Organization- Mass Gathering Risk Assessment Training

https://openwho.org/courses/WHO-COVID-19-mass-gatherings-risk-
assessment-training
• World Health Organization- Key Planning Recommendations for Mass

Gatherings in the Context of COVID-19.
https://www.who.int/publications/i/item/10665-332235
• World Health Organization- Mass Gathering COVID -19 Risk

Assessment Tool-Jul 2020
https://www.who.int/publications/i/item/how-to-use-who-risk-
assessment-and-mitigation-checklist-for-mass-gatherings-in-the-context-
of-covid-19
• Links are provided to documents available to the public •
- 61 -
- 62 -
8. Appendix B
- 63 -

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PROJECT STADIA

Safe & Secure Major Events

INTERPOL GUIDANCE FOR MANAGING

1.2 INTERPOL-Stadia Pandemic Project (ISPP) 8

1.3 About this Guide 8

1.4 Status of the Guide 9

1.5 Structure of the Guide 9

2.0 Context of the Event 11

2.2 Event Organisers and Lead Agencies 12

2.3 Safety, Security and Service 13

2.4 Multi-Agency Approach 14

2.5 Event Schedule and Crowd Profile 15

2.6 Understand the Public Health Context 16

3.0 Risk Management 19

3.2 Need for a COVID-19 Risk Assessment 20

3.3 COVID-19 or other Public Health Considerations 21

3.4 All Threats and Hazards Approach 21

3.5 Risk Management Methodology 23

3.6 ISO 31000 23

4.0 Incident Command 25

4.2 Command, Control, Coordination, Communication and

4.3 Strategic, Tactical and Operational 27

4.4 Event Management and COVID-19 27

4.5 Incident Command and Event Management 28

5.0 Integrated Planning 33

5.2 Integrating LEA Planning into a Multi-Agency Approach 35

5.3 Incorporating Public Health and Medical Services Into Planning 36

5.4 COVID-19 or Other Public Health Concerns - Concepts of Operations 36

5.5 Layers of Event Safety, Security and Service 38

6.0 Law Enforcement Deployment Management 43

6.2 Incident Command Considerations in a Pandemic Environment 44

6.3 Deployment of an Event Biosafety Liaison Officer 44

6.4 Communications and Briefings 45

6.5 Additional Personal Protective Equipment (PPE) 46

6.6 Deployment in Vehicles 46

6.7 Engagement With Crowds and Protest Groups 47

6.8 Geographical or Zonal Deployments 47

6.9 Adopting a Bubble Approach 48

7.0 After Action Reviews 51

7.2 After Action Reviews 52

We at INTERPOL’s Project Stadia focus our efforts on assisting law enforcement

been developed to support law enforcement agencies (LEAs) to better identify,

1.2 INTERPOL-Stadia Pandemic Project (ISPP)

1.3 About this Guide

“In planning for the Euros our security organising group

1.4 Status of the Guide

1.5 Structure of the Guide

“A thorough understanding of the event

• Identify event organisers / lead agency •

• Establish a multi-agency approach •

• Identify an event schedule •

• Develop a crowd /spectator profile •

• Consider international, national or local impact •

• Identify all stakeholders •

• Understand prevailing public health factors •

2. Context of the Event

2.1 Context of the Event

2.2 Event Organisers and Lead Agencies

“The integration of health protocols alongside safety

The principles of major events can be applied to any

2. Context of the Event

2.3 Safety, Security and Service

2. Context of the Event